HomeMy WebLinkAbout2000-02-02 ORANGE COUNTY SANITATION DISTRICT
abate: January 26, 2000
17143962-2411
.111 q eddreec
P.O.Box E127
Fountain Valley,CA
92728-8127
etra.teaata..: NOTICE OF MEETING CANCELLATION
108"Ellis Avenue
Fountain Valley.CA
927DB-7018 OPERATIONS, MAINTENANCE AND
TECHNICAL SERVICES COMMITTEE
Mbemror ORANGE COUNTY SANITATION DISTRICT
A ll n ea
•
Cities
Anaheim WEDNESDAY, FEBRUARY 2 - 5:00 P.M.
Brea
Buena Park
cypress DISTRICT'S ADMINISTRATIVE OFFICES
Fturtiun eaten
Fullerton 10844 ELLIS AVENUE
Fullerton
Garoen Grova FOUNTAIN VALLEY, CALIFORNIA 92708
Hun6ngron Beech
Irvine
a Habre
Le Palms
Lae Alamims
Newptrt eeeth
O ee, Please note that the regular meeting of the Operations, Maintenance and
Return. Technical Services Committee of the Board of Directors of Orange
saris A.
seal eaath County Sanitation District, to be held at the above location, date and
start."
71,abn time has been cancelled.
Villa Park
Ibrba Linea
County of Orange
Beef., 01...let.
Costa Mesa
Midway City
Weer Ol..'ete
Irvine Ranch
'To Prows me Public Haan and the Environment through Excellence in Wastewater systems'
1
OPERATIONS, MAINTENANCE AND TECHNICAL SERVICES
COMMITTEE MEETING DATES
OMTS COMMITTEE BOARD
MEETING DATE MEETING DATE
Cancelled 02/23/00
03/01/00 03/22/00
04/05/00 04/26/00
05/03/00 05/24/00
06/07/00 06/28/00
07/05/00 07/19/00
DARK 08/23/00
09/06/00 09/27/00
10/04/00 10/25/00
11/01/00 11/15/00
12/06/00 12/20/00
DARK 011/24/01
02/07/01 02/28/01
February 2, 2000
TO: OMTS Committee
SUBMITTED BY:
Robert J. Ooten, Director of Operations & Maintenance
SUBJECT: Operations and Maintenance (O&M) Department Monthly Report
PERIOD ENDING: December 31, 1999
INTRODUCTION
The Operations and Maintenance Department Monthly Report to the OMTS Committee
is contained herein. This report, covering the months of November and December, is
intended to provide current O&M business information as well as performance trends.
Please contact me at (714) 593-7020 if you have any questions regarding the material
in this report.
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Hiw AwWm\910Magnante\OMTS_COMMITTEEWonthly Repons\1999 20001020200 Report.tlw
OCSD • P.O.So. 8127 • Fountain Valley,CA 92728-8127 • (714) 962-2411
OMTS Committee
Page 2 of 8
February 2, 2000
I. Financial Summary
O&M, and GSA (Collections, and Plant Facilities) Costs / MG
$500
O&M (including GSA)Joint Operating (JO)Costs are
76.1 b of total reported OCSD JO expenditures/MG
during this 15 month period.
$400 $389 $367 $384 $384 $380 $372
$365 $361 $360 $367
$348 $3q7 $352 $356 New O&M
$339
$300 $336
$298 $292 $29] $300 $303 $ 09 $305 $303 &308
$320 $324 $326 $3 $ 18
Fonn afO&M
$200
ollacdone and Plant Facilities Maintenance (GSA)JO Costs are
I�14.9%of total O&M plus GSA expenditures/MG during this 15 month
period.
$100 �
$50 $47 $50 $52 $53 $56 $56 $57 $59 $53 547 $60 558 $64 $54
Former GSA
Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99
OMTS Committee
Page 3 of 8
February 2, 2000
II. PLANT-RELATED ODOR COMPLAINTS
Odor Complaint History
7
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ONITS Committee
Page 4 of 8
February 2, 2000
II. FINAL EFFLUENT
FINAL EFFLUENT SOLIDS MASS
2000
la00 Limit 1667 Avg. Metric TonslMonth
All
1600
5 11]0
1400 1200—-1220�ia� 1190 1220 1220 1240 1270 1320 1300 1250_ _1250 - 1310 1270
- _- -
0 1200
d
e 1000
5 800
600 — ----_. . . - ___ _-
400
200
o
TOTAL SUSPENDED SOLIDS (TSS)
Calculation: Metric tons= (Flow) (TSS) (8.34) (365 days) rounded to 3 significant figures
(2204#/MT) (12 months)
OMTS Committee
Page 5 of 8
February 2, 2000
III. FINAL EFFLUENT (continued)
Final Effluent Flow (mgd) - Secondary Treatment Trend (% )
250
241 2 B 2/0 2 7 211 23a 235 2 0 230 231 232 231 R30 I 2
a
E 200
150
2•
100 --
N
50
50 52 52 50 51 52 62 51 Tr51 17
0
Final Effluent Flow (mgd) —.0—Secondary Treatment (50% )
OMTS Committee
Page 6 of 8
February 2, 2000
III. FINAL EFFLUENT(continued)
Biochemical Oxygen Demand (BOD)
Total Suspended Solids (TSS)
100
90 _ tBOD Permt Ur it =100 rtg/L
BOD
80
82
5 78 78 80 TSS Li9it .80 mg/L
J 70
� 89
E 60
Tag
so .
40
50 49 49
30
0) CD 00 0) (3) 0) 0) 0) 0) 0) 0) 0) 0) 0)
0) (7) 0) cp cp 0) 0) 0) 0) O) O) 0) M d) d7
> U C 'i >. C to � �' > U
} Z p -c0i LL Q CL f0 d 0 Z d
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���BOD .TSS
OMTS Committee
Page 7 of 8
February 2, 2000
IV. MAINTENANCE MEASURES
Preventive/Predictive Maintenance
e
too
c 90
0 60
Goal- 60
% 70
m 60
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C 40
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30
20 ����Tr - -�
d 00 N 00 m O) 0) M 0) 0) 0) M W O) m m
EL rn rn rn rn a) rn T T rn rn rn rn rn
O Z p � LL 2 a 2 � ¢ on O Z p
—#—Mechanical Maintenance —f— Instrumentation/Electrical Maintenance
Preventive/Predictive Maintenance To Corrective Maintenance Ratio Definition - The Maintenance percentage indicated in this trend
represents the Preventive/Predictive Maintenance time as a percentage of total Preventive, Predictive, and Corrective Maintenance hours
worked by field personnel. The goal of 60% Preventive/Predictive maintenance is an in-house standard to measure productivity. The
ability to measure Maintenance Division productivity against industry standards will be possible through the new Financial Information
System (FIS).
OMTS Committee
Page 8 of 8
February 2, 2000
IV. MAINTENANCE MEASURES (continued)
Wrench Time
too --
so
A
0 80
e
70
Mechanical Goal - 47.5%
60 _— -
c� 5040
-- --
m
30
0
a I Instrumentation/Electrical
20
`- Z O
--*--M achanicaI Maintenance 11111111—In stru m entation/Electrical Maintenance
Wrench Time Definition -Wrench Time is a measure of wrench-on-bolt time within the O&M Maintenance organization. The wrench time
component is comprised of time worked by field employees performing work against the following activity types: Preventive maintenance,
Predictive maintenance, Corrective maintenance, construction, support time consisting of job-to-jab travel time, parts acquisition and work
order documentation. This trend indicates the wrench time and support time hours as a percentage of all hours worked by Maintenance
field staff.
The goal of 47.5% Wrench Time is an in-house standard to measure productivity. The ability to measure Maintenance Division productivity
against industry standards will be possible with the implementation of the new Financial Information System (FIS).
January 26, 2000
TO: OMTS Committee
SUBMITTED BY: 17nv,-e�,�
Robert P. Ghirelli, Director of Technical Services
SUBJECT: Technical Services (TS) Department Monthly Report
PERIOD ENDING: January 15, 2000
INTRODUCTION
The Technical Services Department Monthly Report to the OMTS Committee is contained
herein. This report is intended to provide current business information as well as
performance trends. Please contact me at (714) 593-7400 if you have any questions
regarding the material provided in this report.
GENERAL
The following Division Reports are attached:
y Environmental Compliance & Monitoring
• Sewage Spills
• Biosolids Distribution
q Environmental Sciences Laboratory
• Cumulative Totals
y Safety & Emergency Response
• OSHA Incidence Rates
• Workers' Compensation Claims and Costs
➢ Source Control
• Industries with Discharge Violations
NPDES PERMIT COMPLIANCE
The District is required to test the toxicity of the final effluent at regular intervals. The tests
are called whole effluent toxicity (WET)testing. During the month of November 1999, the
WET test results exceeded the permit toxicity limit. Investigation into the causes is
underway. There were no exceedances during the month of December.
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Environmental Compliance & Monitoring
Sewage Spills
As illustrated in the chart below,there were two spills for the December 16.1999January 15,2000 reporting
period. Both spills were less than 1,000 gallons.
District's Sewage Spills 1998 - 1999
Sewage Spills 1998-2000
s
5
Q
— 3
I N
F
1
0
a
Reporting Period e —
■-1000 gallons 0>1000 gallons ®>10,000 gallons
Biosolids Distribution
The chart below illustrates the amount of biosolids transported to each county in the past year.
District's Biosolids Distribution 1998-99
u000
s000
m
`o soda
12 •000
2000 fla
o .
-
mRiverside OKern IlKings ■San Diego Ill
Environmental Sciences Laboratory
Cumulative Totals (4 graphs)
Workload in the laboratory for the first six months of fiscal year 1999-00 was approximately 27%
greater than predicted by the workload model. This increase was due to the Huntington Beach
issue, the insourcing of the Ocean Monitoring program (chemistry and microbiology)and
additional work related to NPDES monitoring. In the latter case, monitoring frequency has
increased due to the permit exceedance in the February 1999 for polyaromatic hydrocarbons
(PAHs). (The first column is projected workload;the second column is actual).
Environmental Sciences Laboratory
Cumulative Totals
e°
N y� ry�yry�
°°A
6� M1° ry
E nm
o
� 9 °
In this graphic, the actual workload in the lab,measured as tests per month is compared to the
theoretical workload as calculated by multiplying the benchmark standard of tests per FTE per
month (225)by the number of FTEs. It is apparent that the actual productivity exceeds the
benchmark standard by 20-25%.
110001 —Aotual-Whole Lab
5 10000 �i —Benchmark Projection
0
f 9000 ;
S 6000 J
0
7000
d 6000
z 50001
i
The laboratory workload as measured by tests per year and staffing as measured by FIFE are
compared for 1994-95 through December 1999. Staffing has tracked with the lab test workload
relatively constant over the past 5 years. In the past year there has been a significant workload
increase.
.Tests
110,000 - FTE 36
105,000 34
100,000
32
95,000 - w
8 90,000 30 G
85,000 28
80,000 26
75,000 - -- -- - , 24
94-95 95-96 96-97 97-98 98-99 99-00
In this graphic, the lab productivity,as measured by tests per FTE per month is compared over
the timeframe of 1994-95 through December 1999. This is compared to the benchmark standard
of 229 tests per FTE per month. Lab productivity has consistently been about 15%greater than
the benchmark standard since 1995-96. In the current year,the lab is performing approximately
30%more productively than the benchmark standard.
310 'Test/PrE I MO
300 —Benchmark
290
0 280
270
260
250
a 240
i 230 229
220
210
200
94-95 95-96 96-97 97-98 98-99 99-00
Safety& Emergency Response
OSHA Incidence Rates—Lost Work Day Cases District-Wide
There has been an increase in the number of Lost Work Day Cases in 1999 (19 accidents from
January through December 1999). With the exception of a vehicle accident in December that
resulted in a serious injury for an Auto Shop employee, the other accident injuries have not
been severe. The medical restrictions placed on the injured employees have prevented them
from performing all the normal duties of the job (i.e., limited lifting, climbing stairs, use of hand,
etc.). Some of the employees have continued to work with the restrictions, but the accident is
still considered a Lost Work Day Accident because of the restrictions. Staff has been reminded
to be aware of their surroundings and focus on the tasks they are performing.
OSHA Incidence Rates
Lost Work Day Cases
- 1997 Industry Average (6.1)
m 5
4
3
d 2
1
c g
1996 1997 1998 1999
Calendar Year
OSHA Incidence Rates—Total Injuries District-Wide
The Total Injury Frequency Rate is a combination of the Lost Work Day Cases and the cases
that require Other Medical Treatment. There were 43 accidents during 1999 (19 were Lost Work
Day Cases). First Aid rases are not included in the calculation of this rate. Because of the
increase in Lost Work Day Cases, the total number of injuries is also higher than previous
years.
OSHA Incidence Rates
Total Injuries
- 1997 Industry Average (11.2)
m
¢ 10
5
a 0
u
c
1996 1997 1998 1999
Calendar Year
Workers Compensation Claims and Costs
The Workers Compensation Claims and Cost are reported by fiscal year. The Lost Work Day
and Total injury graphs shown above are calendar year rates as required for OSHA
recordkeeping. All claims and medical invoices are reviewed by a third party to ensure that
proper medical treatment is provided for injured employees and the costs for the treatment are
within established guidelines. The medical bills reviewed from July 1 through December 31
totaled $62,422. Medical treatment costs are charged to the fiscal year in which the injury
occurred. All open claims have the potential to incur additional cast. After the medical review
process, the amount was reduced to $29,630, which resulted in savings of$32,792 for the fiscal
year.
Workers Compensation Claims and Costs
Fiscal Period Claim Count Open Claims Total Incurred
7/1/85-6130/86 31 1 $341,385
7/1/86 -6/30/87 54 0 $84,896
711/87-6/30/88 52 0 $142,933
7/1/88-6/30/89 45 0 $203,590
711/89-6/30/90 58 0 $174,929
7/1190-6/30/91 78 0 $149,356
7/1/91 -6/30/92 58 1 $296.572
7/1/92-6/30/93 58 0 $105,532
711/93 -6/30/94 43 1 $110,695
7/1/94 -6/30/95 47 1 $281,992
7/1/95 -6/30/96 49 2 $199,054
7/1/96 -6/30/97 35 2 $304,497
7/1/97- 6130198 47 5 $467,320
7/1/98 -0/30/99 38 5 $205,880
711/99-6/30/00 21 11 YTD $115,323
Source Control Division
Industries with Discharge Violations
The total number of industries in violation of their sewer discharge limits during each month
is shown. The trend analysis shows a reduction of nearly 50% in the actual number of
industries in violation during the past five fiscal years. This reduction is indicative of the
Source Control Division's proactive approach in preventing discharge violations of the sewer
system, and the application of waste reduction practices by the industrial users.
Industries With Both OCSD and Self-Monitoring Violations
70
60
s0 —.
40
30
20
I
10
0 .;Ui
J A S O N D J FM A h' %. S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S ON
Fiscal 1999-2000
• OMTS COMMITTEE Neebg Date To ad.of M.
2/2/00 2M/00
AGENDA REPORT ern Number Iem Number
Orange County Sanitation District
FROM: Bob Ooten, Director of Operations and Maintenance /'39
Originator: Ed Torres, X7080
SUBJECT: Contract for Comprehensive Odor Control Program Evaluation and
Improvement
GENERAL MANAGER'S RECOMMENDATION
Informational item only.
SUMMARY
The purpose of the comprehensive odor assessment study is to determine what odor
mitigating facilities are needed at the District treatment plants and in the collections
system.
Significant odor control facilities and collections system odor mitigation chemicals were
successfully developed in the mid-1980's. The result has been reduced odor complaints
from over 120 per year to less than 10 per year at the plants. Within the past few years,
both plants have experienced an increase in odor complaints. The reasons for the
increase include the following: Increased public outreach and awareness, aging
facilities, existing operating protocol of scrubbers, new and/or existing odor sources not
addressed, and reduction in O&M staff responsible for odor monitoring and control.
Additionally, during the public comment period of the EIR process for the 1999 Strategic
Plan, residents adjacent to the Huntington Beach plant expressed concern over the
existing plant and collections system odors and whether the situation would worsen with
the expansion of our treatment plants under the strategic plan. They questioned the
accuracy of our data and the adequacy of our present odor management program.
These same residents have recently complained about odor from our facilities both to
the South Coast Air Quality Management District and the media.
Because of the trend of increasing odor complaints, the aging of our existing odor
control facilities, the District's policy to be a good neighbor, and the community's newly
expressed awareness we are having on them, staff proposes a plan of action for
improved odor control. This plan consists of five elements:
1. Characterization and prioritization of all odor sources
2. Review and improvement of existing O&M odor control procedures and practices
3. Evaluation and application of new technology
4. Capital improvements to control odors
H F"b171ACaVtl, W
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5. Community involvement during the evaluation of odor impacts and planning future '
odor control facilities
A Request for Proposal was developed by Staff for consultant services to implement
elements 1 through 3 above. Through a competitive evaluation and selection process,
CH2M Hill was determined to be the most qualified and responsive firm. Therefore,
staff is recommending that CH2M Hill be retained to provide these services for a cost
not to exceed $485,000.
In addition, the District will need to contract with various chemical supply companies to
purchase test chemicals and delivery equipment to evaluate alternative chemical
treatment technology for trunkline sulfide control. The specific scope and cost of the
demonstration testing will be developed as part of the J-71-4 project. However, for
planning purposes, Staff has developed a preliminary cost estimate of$183,000 for this
scope of work.
Well-defined and budgeted odor control capital improvement projects will be taking
place simultaneously with this comprehensive assessment. Staff anticipates additional
capital projects being developed as an outcome of this study.
A Community Advisory Committee is being formed to assist the District in evaluating
and planning for future odor control facilities. Staff will work closely with the CAC during
the course of the odor study.
PROJECT/CONTRACT COST SUMMARY
The proposed Professional Services Agreement (PSA) is a new contract. Please refer
to the attached Budget Information Table.
BUDGETIMPACT
X This item has been budgeted. (Line item: Section s—Page 12)
❑ This item has been budgeted, but there are insufficient funds.
❑ This item has not been budgeted.
❑ Not applicable (information item)
The proposed PSA fee of$485,000 and the $183,000 for chemicals and related
services are included in the 1999-2000 CORF under JOB No. J-71. The total budget for
the J-71 Odor Control Rehabilitation and Refurbishment program, Job No. J-71 is
$5,337,000 and will be spent over the next 4 years assessing and controlling odors.
Please refer to the attached Budget Information Table.
ADDITIONAL INFORMATION
The comprehensive odor assessment study will be evaluating many elements of the
District's odor control program including: existing and future odor sources and offsite
impacts; cost implications of future odor control options; application of new technology
such as biofiltration, alternative chemical treatment in the trunkline and automation of
N:WgAlPpnl9B]tlmeY9MTb1CMTW F=la J-714 L m ..WI
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chemical feed systems; O&M procedures and practices for odor control equipment and
odor complaints; and organization and program costs for odor control.
The results of this study, combined with a rehabilitation and refurbishment evaluation
that will be conducted by engineering in the near future, will form the basis for future
capital improvement projects for odor control.
Since the communities concern is principally with odor impacts, both now and as
facilities expand, staff is recommending that the Community Advisory Committee focus
will be on reviewing and providing input into the level of odors that are acceptable to the
surrounding plants residents and the associated cost implications to them and other rate
payers for the various levels of controls being proposed. Staff may also use the
Community Advisory Committee to present any significant improvements to the
program, as a result of the independent assessment.
The project schedule is estimated at 9 months. Recommendations for improvement to
the O&M program should be available for the peak odor season this summer.
Recommendations for future capital improvements should be available to engineering
for incorporation into the FY 01-02 Capital Improvement Program.
Staff plans to hold at least one Workshop for the Directors to discuss the key project
results and identify the policy decisions that need to be made.
ALTERNATIVES
Do not conduct the study at this time, but develop projects around staff assessment
only. This alternative would not allow for prioritization of odor sources and their control,
or the evaluation of alternative technology and improved 0&M practices to maximize
existing resources. The result would be more reliance on capital improvements to
control odors using traditional technologies. Traditional technologies such as chemical
odor scrubbers are expensive to operate and use hazardous chemicals that increase
the risk of injury to our employees and the community. The study will provide a wider
view of modern technologies being used to control wastewater treatment plant odors.
CEQA FINDINGS
The project is categorically exempt
ATTACHMENTS
1. Budget Information Table
2. PSA Status Report
N)%m dTMomWMmrr*81OMT5%WTSM form for J-I1<cmveq m.Y t
R.„..,. .. Page 3
BUDGET INFORMATION TABLE
COMPREHENSIVE ODOR CONTROL PROGRAM EVALUATION AND IMPROVEMENT
JOB NO. J-71-4
ORIGINAL CURRENT PROPOSED PROPOSED FUNDS THIS PROPOSED ESTIMATED ESTIMATED
PROJECTlTASK AUTHORIZED PROJECT BUDGET REVISED AUTHORIZED AUTHORIZATION TOTAL EXPENDITURE EXPENDED
BUDGET BUDGET INCREASE BUDGET TO DATE REQUEST AUTHORIZATION TO DATE TO DATE(%)
Project Development S 90,000 $ 90,000 $ 90,000 $ 90,000 $ 90,000 S 47,135 52%
Design Staff $ 335,000 $ 335.000 $ 335,000 S 335,000 $ 335,000 0%
Consultant PSA $ 970,000 $ 970,000 $ 970,000 $ 485.000 $ 485,000 0%
Construction Contract $ 3,258.000 $ 3,258.000 $ 3,258,000 $ 0%
Contracts(other) $ - $ 183,000 $ 183,000 0%
Construction Staff $ 684,000 $ 684,000 $ 684,000 $ 0%
Contingency $ $ 0%
TOTAL $ 5,337,000 $ 5,337.000 $ - $ 5,337,000 $ 425,000 $ 668,000 $ 1,093.000 $ 47,135 1%
h.%n dlalengVonns%budget table
Fmm Retie 1W17I98
Professional Services Agreement Status Report
Job No. J-71.4
Comprehensive Odor Control Program Evaluation and Improvement
Total Project Budget: $5,337,000
Consultant: CH2M Hill
Start Date of Project: March 2000
Date Addendum Description Cost Accumulated
Costs
2/3/00 Original Comprehensive study of odor sources and offsite $485,000 $485,000
PSA impacts, future control options, evaluation of new
technology and improvement of O&M odor control
procedures. This is part of the odor control
rehabilitation and refurbishment project to improve
odor control facilities, Job No. J-71. The Job No. J-
73-4 element is for total amount not to exceed
$485.000.
G:%excel.dtaWmV380\Torz sWDC budget formsU.714 PSA Status Report doc 01/25/00
Revised 05/14/98
OMTS COMMITTEE Ne ng Date To aa.ofoir.
z/uoo 2/23i00
AGENDA REPORT Hm Numbe I Ibem Number
Orange County Sanitation District
FROM: Patrick Miles, Director of Information Technology
Originator: Robert Thompson, Process Controls Manager
SUBJECT: LONG TERM BENEFITS OF Y2K PLANNING AND PREPARATION
GENERAL MANAGER'S RECOMMENDATION
Receive and file a report on the long-term benefits of Y21K preparation and planning.
SUMMARY
The District experienced no Y21K problems during the New Year weekend. The
preparation of equipment and computing systems were totally successful. A minor
glitch was experienced on the January 12, 2000 payroll. All employees were properly
paid, and the problem has been corrected.
The District will receive many long-term benefits from the Y2K preparation and planning
process. These benefits include improved control and inventory of District software, an
updated and expanded Integrated Emergency Response Plan, an update to the
Computer Maintenance Management Database and maintenance library, and updated
software and firmware for process equipment and controllers.
Software tools were implemented to remotely monitor and install software updates.
These tools will assist the District in assuring all software is legally licensed uniformly
revised. Software maintenance agreements can now be managed District wide, rather
than Division by Division, maximizing volume savings and assuring uniformity. The
District has disposed of obsolete software and computer hardware for improved support
and user productivity.
The Integrated Emergency Response Plan was updated and expanded. Much like the
El Nino preparation improved the high flow response planning, the Y2K preparation will
improve the District's response to earthquake or similar disasters causing general utility
service outages. Emergency Operations Procedures were written for electrical, gas,
water and communications interruptions. Staff was trained in all aspects of the updated
plans and procedures.
The Computerized Maintenance Management Database was updated as a result of the
Y2K embedded system preparation. Obsolete, removed, or abandoned equipment was
identified and deleted from the Computerized Maintenance Management Database.
Technical manuals were ordered and filed where none were available for complex or
critical pieces of equipment.
C\i AM KOMTS A.p R�3fp.Mc
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Process control equipment software and firmware were updated. All Programmable
Logic Controller firmware and programming software were brought up to a uniform
revision level to assure reliable operation. Several small controllers and other "smart"
equipment were found to have no interface software in the District. The District now has
this software and is better able to respond to the possible failure of this equipment.
In summary, the District has received a long-term benefit from the Y2K preparation and
planning project. The District is more prepared for a disaster such as an earthquake
and the District's operation will be more productive due to improvements in software
management, Computer Maintenance Management, and process equipment upgrades.
PROJECT/CONTRACT COST SUMMARY
The Year 2000 Date Compliance Project is budgeted for$3.46 million. Actual cost
through mid January 2000 is approximately $2.9 million.
BUDGETIMPACT
❑ This item has been budgeted. (Line item: )
❑ This item has been budgeted, but there are insufficient funds.
❑ This item has not been budgeted.
® Not applicable (information item)
ADDITIONAL INFORMATION
N/A
ALTERNATIVES
N/A
CEQA FINDINGS
N/A
ATTACHMENTS
N/A
C,RFMRY g TS Ap .Re AJ M1r
RmaeB. BG09p Page 2